security plan embraces both proactive as well as reactive measures which include ... management, quality assurance & control, information security, physical ...
International Journal Of Management & Behavioural Sciences (IJMBS) Vol. 05 DECEMBER-2013 ISSN 2278-5671
ORGANIZATIONAL RESILIENCE CULTURE: A CULTURE OF SAFETY & SECURITY IN EDUCATIONAL INSTITUTES OF INDIA
ABSTRACT
Mohammad Ashphaq 1 Dr. Pooja Purang2 Dr. Meenakshi Gupta3
The terror attack at the Indian Institute of Science, Bangalore on the 28 Dec 2005, proved that targeting a scientific and educational community is more helpful in provoking fear and has greater impact on nations. After 9/11, various journal dealing with emergency management, risk management, crisis and disaster management emphasized on how to respond to such events and almost all the authors quoted concluding remark that imply “prevention is better than the cure”. It is not only terrorism and disasters that are demanding focus on safety and security aspects, but also increasing urban crime, drug mafia, ragging cases, vandalism by political and union groups, thefts, violence on the campus, cyber crimes, the naxalism and such other threats are relevant in India. The organizing for the best use of the available resources in managing safety and security along with core educational facilities play a crucial role in developing resilience. The objective of research is to develop a framework of Resilience Culture based on Configuration Model of Organizational Culture. A qualitative study was conducted in three educational institutes of national importance to explore how ‘safety and security’ are part of organizational strategy, how organizations structure the safety and security resources, and carry out various operations in relation to the internal and external environment.
KEYWORDS: Organizational Culture, Structure, Strategy, Campus Safety & Security, Organizational Resilience, Organizational Resilience Culture INTRODUCTION The prospect to pursue a quality education is worthless unless it is pursued in a context that is both safe and secure. Over the globe, students are subjected to the culture of illegal drugs, sexual and racial harassment, physical violence, & other threats like terrorism. In view of above the administrators of education facility along with government should ensure a safe and secure learning environment (Thro, 2006). Edam (2012) state that presently college campuses face the challenge of ensuring the safety & security of student, faculty and visitors along with the quality of education, especially in Mega-cities (like Mumbai) or other urban areas. The campus of any institution has many people accessing the facilities like, hostels, libraries, classrooms, canteens, student activity center and administration complex. The protection of all these facilities and prevention of any misshappenings need secure access while maintaining hospitality of the education sector. Strang (2012) expresses that the administrators of educational campuses are sustaining increased pressure to develop comprehensive plans to guarantee the safety and security of their campuses. A comprehensive plan consists of a balance of preventive safety and security program, intervention, and crisis preparedness strategies to deal with emerging threats. The integrity, status, and the potentiality of excellence of any campus rest in the organization's ability to provide a safe, caring, and secure environment for students (Trump, 2011). A comprehensive safety and security plan embraces both proactive as well as reactive measures which include safety & security prevention, and preparedness actions that effectively address the threats to student, faculty and staff (Trump, 2003, 2005).
1
Research Scholar, Department of Humanities and Social Sciences, Indian Institute of Technology, Bombay, Powai, Mumbai, India 400 076 2 Department of Humanities and Social Sciences, Indian Institute of Technology, Bombay, Powai, Mumbai, India 400 076 3 Department of Humanities and Social Sciences, Indian Institute of Technology, Bombay, Powai, Mumbai, India 400 076 308
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International Journal Of Management & Behavioural Sciences (IJMBS) Vol. 05 DECEMBER-2013 ISSN 2278-5671 The strategic ability of organization to efficiently prepare itself for the future threats dictates the success chronicle it will attain. The FICCI-Pinkerton Report on the risk in India (India Risk Survey 2012, FICCI) measured existing risk levels as faced by the actual users. The report assesses current threats in terms of their importance for different kinds of operations, for different sectors, tries to cover all levels of management, every type of industry (manufacturing, IT, infrastructure, education, etc.), and covers all four regions of the India.
Source: India Risk Survey 2012, FICCI
The result demonstrates the concerns of various sectors of Indian organizations to different threats. The organization can prepare to deal with threats by adapting safety and security as core values, which in turn create resilient organizational culture. A qualitative study was conducted in the Education sector by employing a configuration model of organizational culture (Dauber et al., 2012) to explore how ‘safety and security’ is part of organizational strategy, how organization’s structure the safety and security personnel’s and various operation’s in relation to the internal and external environment.
ORGANIZATIONAL CULTURE Organizational culture is one of the most debated topics of the organizational studies. Yet, there are no collectively accepted definitions of culture, paradigms for classifying cultures, or terminology used to discuss culture and its components (Wilhelm et al., 2009). Schein (1990) defined organizational culture as: “Organizational culture is defined as a pattern of the basic assumption that a given group has invented, discovered, or developed in learning to cope with its problem of external adaptation and internal integration, that has worked well enough to be considered valid and therefore is to be taught to new members as the correct way to perceive, think and feel in relation to those problems”. Hofstede (1984) defined culture as “the collective programming of the mind which distinguishes the members of one human group from another”. Davis (1984) defined culture as, “The pattern of shared beliefs and values that give members of an institution meaning, and provide them with the rules for behavior in their organization.” According to Robbins (2000), “organizational culture refers to a system of shared meaning held by members that distinguishes the organization from other organizations”. Hatch and Cunliffe (2006) suggested that the recurring domains of organizational culture that should be represented by a model of organizational culture are; The value and belief system that stands for underlying assumptions of organizational behavior, Strategy that represents the overall orientation toward task/people and impacts on structures and actions within the organization, Structure that reflects the manifestation of values as norms, rules, and regulations, which build the organizational processes and patterns of behavior in line with a strategy, Organizational activities/operations/actions & External/ internal environment of the organization. Dauber et al. (2012) developed configuration model of organizational culture suggesting processes that link these domains to each other explaining relationships between these constructs. Dauber et al., (2012) suggested that, this model can be used to compare different parts of an organization (departments, teams, groups) and organization’s overall culture and its subcultures. Moreover, it would also be possible to study the relationship with domains of the external environment. The safety, security & resilience are such attributes of organizational culture demanded by uncertain external environment, hence this model was used to assess organizational level construct of resilience.
THE CONFIGURATION MODEL OF ORGANIZATIONAL CULTURE
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International Journal Of Management & Behavioural Sciences (IJMBS) Vol. 05 DECEMBER-2013 ISSN 2278-5671
Source: Dauber et al., 2012, p. 11
ORGANIZATIONAL RESILIENCE CULTURE Wreathall (2006) defined, “Resilience is the ability of an organization (system) to keep, or recover quickly to a stable state, allowing it to continue operations during and after a major mishap or in the presence of continuous significant stresses”. Organizational Resilience is a sum of essential concepts that include risk management, quality assurance & control, information security, physical security, business continuity, culture and values supported by adaptive leadership (Braes & brooks, 2010). Resiliency is the competence of an asset, system, or network to continue its function during or to recover from a terrorist attack or other incident (DHS NIPP 2006). The Resilience is the ability to bounce back in the face of an impediment or setback which is now a new priority in business survival and success. Sutcliffe, & Vogus, (2003) explains resilience as the maintenance of positive adjustment under challenging conditions. Resilience is an ability that develops over time from continually handling risks by efficiently utilizing internal and external resources. The uncertainty due to the rapid pace of change, and the need to continually adapt to various emerging challenges has made organizations adopt resilience initiatives (White, 2013, IBM Global Business Resilience and Risk Study, 2011). Safety (Crichton et al., 2009; Hollnagel et al., 2006 & 2011; Heese, 2012; Ward, 2013) and security (EOS White Paper on ICT Security, 2009; Braes & brooks, 2010; Fisher, 2013) are considered as the vital values for developing resilience (Benson, 2005; White, 2013; Canada’s Counterterrorism Strategy, 2011; Kiely and Benzel, 2006; Branscomb, 2006; Coaffee & Rogers, 2008; Pizzolongo, & Hunter, 2011). The resilience development needs a more holistic, integrated, collective approach to enhance safety and security to reduce vulnerability and risk (Agguire, 2006). Thus Safety and security are considered as basic individual value (Schwartz, 2012) that forms an attitude to be exhibited in the organization. Moreover safety and security are being considered as prime aspects of motivation by well-known theories of motivation. (Maslow’s hierarchy of needs theory, Alderfer's ERG Theory), which if practiced within organization forms an attitude leading to culture of resilience (of which safety and security are vital aspects). The organizational resilience culture is continuously gaining importance in organizational studies (Alikangas, 2010; Schoon, 2006; ASIS, 2009; White, 2013; Benson, 2005). Not only because organizations are accepting it as core requirement but also to meet various International standards, like ISO 31000:2009 (Risk Management). The few organizational practices of resilience culture are as follows: enterprise risk management, business continuity management, security risk management, safety management, environmental management, quality management, ethics, integrity & fraud control, & change management (Whitehorn, 2010; Lyons, 2010; Braes & Brooks, 2010) THE EDUCATION SECTOR OF INDIA: EMERGING ISSUES OF SAFETY AND SECURITY The terror attack at the Indian Institute of Science, Bangalore on the 28 Dec 2005, proved that targeting a scientific and educational community is more helpful in provoking fear and has greater impact on nations. It is not only terrorism and disasters that are demanding focus on safety and security aspects, but also increasing urban crime, drug mafia, ragging cases, vandalism by political and union groups, thefts, violence on the campus, cyber crimes, the Naxalism and such other threats are relevant in India (FICCI, 2012; ASSOCHAM, 2011)).
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International Journal Of Management & Behavioural Sciences (IJMBS) Vol. 05 DECEMBER-2013 ISSN 2278-5671 The non-academic literature on various threats in India was reviewed from available news articles on the internet. Post IISc Bangalore attack, various measures were taken to protect the campus and prevent any such attack in other campuses of India. This event also triggered safety and security conscious of all the campus authorities. The few comments from the head of reputed institutes after the attack were as follows: "Targeting a scientific and educational institute is something beyond the realm of imagination for most people — ordinary citizens, educational organizations and even the government,” (B Dholakia, Director, IIMAhmadabad). "If incidents like this force us, then we must go to any extent. We can't afford to lose lives," (DP Kothari, Acting Director of IIT-Delhi). "Greater vigilance is required, but it's not possible for a foolproof plan. We are in constant touch with the police in Deonar, as TISS keeps getting dignitaries to the campus, which requires linkages with the local police," (S Parasuraman, Director, Tata Institute of Social Sciences). (CSIR–CECRI, 2012) acknowledge that the Safety and Security are two fundamental aspects that play crucial roles in the well being of the individuals and have direct influence on the performance of any organization. Irregularities on the issue of safety and security, irrelevant of the degree, always have consequences in casualties and loss of resources. Both safety & security can be compromised and overlooked by the individuals, which may results in immense damage. Consequently, all efforts must be taken to indoctrinate safety and security culture in the Institutes.
RESEARCH PROBLEM Problem 1: Do Indian Educational organizations have ‘Resilience’ in their strategy, structure, and operations? Is ‘Resilience’ is part of organizational strategy? Do organizations have a structure to the effective functioning of ‘Resilience’? Do ‘Resilience’ is an integral component of an organization's operation? Marucheck, Greis, Mena, & Cai, (2011); Benton, (2012); Sheffi, (2005) and many other researchers employed holistic/integrated approach to safety and security. Kirchsteiger, Arellano, & Colli (2007) emphasized that, Safety and security are diverse disciplines and are addressed separately in policies. Safety issues are tagged by the potential (or known) consequences of events on people and the environment whereas the security issues are considered by the awareness of threats (malicious, natural, technological, political, etc.) and measures undertaken to mitigate these threats. Reniers (2009, 2012) have stressed to combine safety and security to develop holistic proactive prevention and protection program. In various dictionaries, safety is defined in terms of security and vice versa. Safety and security can be differentiated based on ‘‘the nature of the harm caused and the nature of the causal relationships between events leading to a safety or security incident”. Safety may be considered as a ‘special case’ of security. Furthermore security can be defined in terms of ‘intentional and deliberate faults’, and safety in terms of damage to resources including people and the environment. Johnston (2004) illustrated that Safety and security share numerous attributes and argues that techniques used to optimize security might be useful for optimizing safety as both ‘safety and security’ deal with probabilities and risk, and focus on prevention and protection. Problem 2: Do organizations employ a holistic approach to ‘safety and security’ management? Study: A Case Study Methodology is used when there is little prior knowledge available about the research question. A case study is described as a research methodology in which the researcher explores in depth a plan, an incident, an activity, or a process by employing multiple methods of data collection to gather information from one or a few entities (Yin, 1984). Case studies are more preferable when, ‘how’ or ‘why’ questions are to be addressed and the focus is on a contemporary phenomenon with some real-life context. A case study can be a single case or may include multiple cases, depending on the context and area of the research. Multiple cases are more useful when the research is for descriptive study, theory building, or theory testing (Mahabi, 2010). Dul & Huk (2008) explains that theory building research mostly employ’s case study method which is generally used less systematically. The purpose of theory-building research is to add to the development of theory by formulating new premise based on the facts drawn from observation of study. The validity and reliability do not apply in theory-building research, as the concepts emerge from the data. The candidate cases are selected suitable to the object of study, relevant evidences are extracted from selected cases, data are coded for representation and data analysis is done for “discovering” relations between concepts
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International Journal Of Management & Behavioural Sciences (IJMBS) Vol. 05 DECEMBER-2013 ISSN 2278-5671 by determining causal relations. In view, case study methodology was employed to explore the research problem.
Participants The two of three participants’ organizations are functioning in Mumbai and one in Nasik. A telephone call was made to senior management of organization to inform that the research is part of an academic study and feasibility of participation can be determined after review of presentation of study by the author. Participants were assured that all responses were completely confidential, their name or any other identifying data will not be disclosed in any form (considering the sensitivity of the issue of security). A semi-structured interview was conducted with the administrative heads of these organizations.
DATA COLLECTION METHOD A data collection included; collection of secondary data (information about the organization, vision, mission, and value statement, policies, functions and organizational structure (if available)) from web-portal of concerned organizations. The primary data collection included; semi-structured interview schedule (which was prepared by the guidance from five experts including senior IPS and ex-military officer), qualitative observations of various functions and processes, and interview with senior management and /or security professional. Data was coded for further description and case summaries were developed using SPSS.
CASES Case A The institute was founded in 1945 and is situated at the coastal end of Mumbai. It is one of the premier research institutes in India. The campus is a well-protected organization of any kind of external threat. The leadership of the organization follows the departmental guidelines about the existence of threats in the area of operation and provides enough facilities to meet safety and security commitments. Organizational strategy: The Organizational strategy is to safeguard an establishment which has national importance. It is an academic institute where research students, faculties and administration staff are staying on campus. The organization values safety and security of all these peoples of any kind of threat. The organization has written policy on safety and security, have EM, & evacuation plans and procedures. Though the organization is an academic body, have access to limited peoples which includes students, faculties, staff, delegates (for seminars and conferences) and visitors (only with permission by issuing of pass from main security gate). The strategy of the organization is holistic/ integrated safety and security with no compromise on safety and security issues. The participants perceive S & S as critical aspects of long term survival of the organization. The organization does not have a disaster management plan and most of the policies and procedures are to follow the standards than to deal with threats. Organizational Structure: The organization has integrated safety and security department, headed by a chief security officer who reports to administration head (Registrar) of the institute. All the safety & security personnel are permanent employees of organizations (most of these people are ex-military personnel’s). The communication in the organization is mostly formal (except in case of emergency situation) and decision making is centralized. Besides organization have committee’s on safety and security (two different) who guides, form policies and enforce regulations. Operations: Most of the S & S practices are in place. The emergency management plan, and evacuation procedures are in practice (as an organization is not a business entity, other practices are irrelevant). The organization carries out regular assessment & vulnerability survey, regularly conducts mock drill and training for all the members of the security department. The fire audits are conducted regularly. Internal environment: Limited access, closed campus environment, Target Attractive: High Role of leadership: Guides, form policies and enforce the S&S. Case B One of the most prestigious education and research institutes of India is situated in the heart of the Mumbai city. Being located in the Mumbai, it is usually focus to various external threats. There are inputs from intelligence agencies regarding the probability of attack. Besides the threat of terrorism, sighting of leopard on campus is very frequent. As the leopards have attacked and killed several peoples recently in adjoining parts, the security department is very uptight and vigilant in maintaining security especially at night. Besides campus security, there are mega events, conferences, visiting national and international delegates which demand higher state of alertness and security measures. A basic assumption is Students' safety as the highest law, zero
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International Journal Of Management & Behavioural Sciences (IJMBS) Vol. 05 DECEMBER-2013 ISSN 2278-5671 tolerance for incidents, security with courtesy and professionalism. The Values include Professionalism, discipline, environment of trust and respect, pride, honesty, attentiveness, and hospitality. The value system is represented by the artifacts like Mission statement, written security policies , secure parameter, access control, CCTV surveillance, control of vehicular movements, lighting of premises, locking control, alarm system, security control, visitor control, parking control, shipping control, regular vulnerability assessments Organizational structure: It has well structured security department with laid down policies and procedures. Chief security officer reports directly to the Registrar. Besides good infrastructure department have more than 200 on roll security personnel’s. The structure is formal and centralized. Organizational strategy: The strategic orientation is balance of internal integration and external adaptation. The strategy is to provide the security with the hospitality and professionalism, so that procedures will not obstruct the ease of access to the institute. Operations: Much importance is given to the involvement of all the members of institution to follow procedures. This is achieved by continuing communication through the organizational intranet. These members of institute not only cooperate in security procedures but also have effective participation to make the campus safe (taking pride in showing I-cards, writing the names of visitors, taking prior permission for guests, carrying I-cards, vehicles with stickers, etc.). The result of safety survey also concluded that an extreme majority of students feel safe on campus. The feeling of safety and well being among everyone (students & staff) at campus definitely plays a major role in individual satisfaction and performance. Internal environment: restricted access, open campus environment, Target Attractive: Very High Role of leadership: Leadership does acknowledge the existence of threats, vision for S & S of the organization, Director, formed a special committee to review security arrangements on campus. He played a significant role of giving direction and bringing about the importance of the issue in the success of the Institute. Moreover the concern of his about student’s safety keeps security personals motivated. Case C The university was established in 1989 and is located at near Nasik city in Maharashtra state. The organization is spread across a vast geographical area. Neither campus perceives any threats nor have any rigid protection or prevention measures in place. The existence of threats in area of operation is negligible, still organization has facilities to meet safety and security commitments. The organization has around five hundred peoples including faculties and staff. Organizational Strategy: The Organizational strategy is to safeguard an establishment from petty crimes and thefts. It is a distance education university where limited research students, faculties and administration staff are staying on campus. The organization has written policy on safety and security. The strategy of the organization is holistic/ integrated safety and security with no rigid mechanism for it and wide flexibility (compromise) on safety and security issues. The S & S are primarily viewed as a critical aspect of long term survival, the risk management strategy as per artifacts is Reactor. Organizational Structure: The organization has integrated safety and security department, headed by Deputy Registrar (Services Division) who reports to administration head (Registrar) of the university. All the safety & security personnel are outsourced from the local security agency. The communication in the organization is mostly informal and decision making is centralized. Operations: A very few of S & S practices are in place in the organization. Neither the organization has a secure perimeter nor, the campus has surveillance system, emergency plan, etc. Though the organization has funding for disaster management cell, no such mechanism is in practice. A very few of safety and security artifacts have observed on campus. Internal environment: Open access, open campus environment, Target Attractive: Very Low Role of leadership: Leadership does not acknowledge the existence of threats, no vision for S & S of the organization
DISCUSSION AND ANALYSIS Threat perception Two of the three educational institutions are operating in Mumbai and one is operating in Nasik. The threat perceptions by these institutes are dissimilar where Organization B acknowledges all the threats, Organization A acknowledges only four threats (terrorism, fire, natural hazard and accidents) and Organization C acknowledges no threats. The difference in risk perception is attributable to mainly geographical location and reputation. Organization B have international reputations and has been listed as prone to terror attack (by IB, NIA & MP) is located in the heart of the city, Organization A is situated in the area, where almost all the
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International Journal Of Management & Behavioural Sciences (IJMBS) Vol. 05 DECEMBER-2013 ISSN 2278-5671 threats are minimized by defense forces in area of operation. Organization C which is neither located in a threat environment nor have target attractiveness perceives no/low threats. Organizational Strategy The organizational risk management strategy of these three institutions is again very different. Organization A & organization B employ a holistic approach to manage safety and security, have written policies, long term vision and more or less adhere to prospector strategy. The student’s safety and security which is the higher law at Organization B is less advocated at Organization A. Moreover Director, Organization B is more conscious for the safety of the campus and students along with world class research and education. Organizational Structure The organizational structure (S & S only) of the three institutes is almost similar but differs in a number of personnel and adhered values. Both Organization A & organization B have integrated S & S department headed by the Chief Security Officer who reports to the Registrar. The difference is Organization A which is a comparatively small organization employs about fifty permanent personnel’s (single biggest department), whereas Organization B have almost two hundred on roll permanent employees (in addition now organization B employed few outsourced personnel’s and commandos from Mumbai police). Organization C has a nominal structure for S & S under the supervision of deputy registrar (services division). The organizational structure is hierarchical for all the three organizations, communication is formal and decision making is centralized. Operations The resilience practices include most of the practices except those not meant for educational institute. Both Organization A & Organization B have strict compliance to security and safety policy and procedures along with other S & S mechanism. Where, Organization C is far away from comparison. Moreover Organization B campus is more conscious of S & S, organization promote time to time guidelines, incidents, checks and audits, policy and procedures and reports on the campus intranet.
CONCLUSION The purpose of the study was to examine the organizational level analysis of the existence of resilience culture in organizations. The result indicates that, most of the functions related to resilience are managed with safety and security department. These functions are integrated into a single department for the education sector. The department is headed by security officer who reports to registrar of the institution. Additionally, it found that organizations have a deliberate structure to implement safety and security along with other essential educational functions. Besides, safety and security are no more considered as secondary processes in an organization. Organizations are having a clear strategy to safeguard them, have written policies and enough budget allocation to holistically employ safety and security mechanism. The findings supported that safety and security culture which is more dominantly advocated in western (especially USA) literature does exist in Indian organizations. Even Indian organizations are feeling the heat of various threats and adhering to safety and security practices to ensure resilience. The result shows that the organizations have a clear well-defined strategy, a deliberate structure to implement the strategy and most of the safety and security plans are in practice.
FUTURE DIRECTIONS Organizational culture is the study of individual, group and organizational level constructs. The presented paper has only encompassed the organizational level construct, and found that the participation in resilience practices is limited to S & S personnel’s only. The further work is in progress on individual and group level participation in resilience building.
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